Introduction
Human resource management is basic to the progressing achievement of a business in today's exceedingly competitive marketplace. The managing of individuals, as a resource versus just staff, is a momentous activity in the last century. There are distinctive perspectives on how to manage human resources better. Some prefer structures while others adopt a more freestyle strategy. Whatever the convictions are, the ultimate sought and result is a competitive desired standpoint over the competition and resilience in an unpredictable business environment. Accomplishment in the implementation of vital objectives depends to an extensive degree on how well the associations has completed its human resource cycle and chosen the correct individuals, measured the best possible practices , remunerated advance against the vital goals and built up the skills expected to guarantee the achievement of the technique.
There are many HR models that have emerged recently as means to explain how management of the workforce can be done. These models have different roles, which include developing best practices in the management and motivation of employees to the assessment and monitoring of performances. Examples of these include the Vroom and Maslow models. This paper discusses Dave Ulrich’s Model and compares it with other similar models. It will not only focus on comparing Dave Ulrich’s Model with other Human Resource models but also goes ahead to explore the importance of the model in various organizations.

Description of Dave Ulrich’s HR Model
David Ulrich defined the most common Human Resource roles. He is widely renowned for introducing the principal aspects of Human Resources through his 4 HR Roles model. The main contribution of this model was the beginning of the transformation from the practical Human Resource positioning to organized partnership in the functions of HRM (Ulrich, 1997). Partnering in business is impossible to impl...